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The cult of performance: what are we doing when we don't know what we are doing?

The cult of performance: what are we doing when we don't know what we are doing? Executive development and education have proceeded on the basis of two developments as a result of shifts in government policy over the past two decades. The first is marketisation, the belief that marketplace ideology is best, and the belief that the private sector functions better and more rationally than the public sector. The second is performance, the belief that performance can be controlled. It is argued that these trends are myths that have developed into the performance cult. This paper argues that even knowing you cannot be in control doesn't stop you trying to be in control, but understanding what is happening enables us to stay active in negotiating our daily lives moment by moment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png foresight Emerald Publishing

The cult of performance: what are we doing when we don't know what we are doing?

foresight , Volume 6 (1): 10 – Feb 1, 2004

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References (20)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1463-6689
DOI
10.1108/14636680410531534
Publisher site
See Article on Publisher Site

Abstract

Executive development and education have proceeded on the basis of two developments as a result of shifts in government policy over the past two decades. The first is marketisation, the belief that marketplace ideology is best, and the belief that the private sector functions better and more rationally than the public sector. The second is performance, the belief that performance can be controlled. It is argued that these trends are myths that have developed into the performance cult. This paper argues that even knowing you cannot be in control doesn't stop you trying to be in control, but understanding what is happening enables us to stay active in negotiating our daily lives moment by moment.

Journal

foresightEmerald Publishing

Published: Feb 1, 2004

Keywords: Performance management; Cultural synergy; Communications; Leadership

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